Electronic Staff Record

John Llewellyn, Group Programme Manager, North Mersey LIS

Sue Hodkinson, ESR Account Manager, NHS ESR Project Team

Agenda

• Introduction and Vision

• Rollout Plans & Progress to date

• ESR Principles & Benefits

• The Implementation Approach & System functionality

• Project Support

• Wave 4 Project Implementation

• Questions

What is the Electronic Staff Record system?

• World Class single, national, integrated HR & Payroll Solution

• Used by all 650 NHS organisations throughout England and Wales

• One of the world’s largest IT implementations• The ESR central team includes NHS and McKesson

staff, working together in the design and implementation of the solution.

• 1.2 million NHS employee records will be stored on ESR – covering 7% of the working population in England and Wales.

• Delivered by a consortium• Contract value c£400m

Why should the NHS use it?

• Approved by the Secretary of State• Sponsored by the Department of Health• Value for Money• Contract covers the entire NHS• The Taxpayer would pay twice• Approval required from Department of Health to withdraw

• Additionally…….

Using HRMS, ESR is a world class application,also used by organisations such as:

…..ESR is a World Class Solution

NOW

2008ESR implemented

across England and Wales

ESR Vision

Manually intensive, paper driven processes

Duplication of effort across departments

Fragmented systems

Information often inaccurate, conflicting & difficult to obtain

A national integrated HR and Payroll solution, supported by standardised processes providing HR &

Payroll with increased strategic & analytical capabilities

Employees and Managers benefit from an improved HR & Payroll capability and from having access to

information using Self-Service

Organisations are able to meet their strategic needs by having access to accurate and timely information

ESR supports the achievement of the goals of the NHS Plan

• 12 waves of Rollout• Approximately 50 sites per wave

with c100,000 employees per wave

• Go – Live every 2 months

• Engagement 14 months

• Critical path activities

– training and data

Rollout Plan

ESR

Wave Prerequisite Start Date Implementation Start Date Go-Live Date

1 01-Apr-05 01-Jul-05 01-Mar-06

2 01-Jun-05 01-Sep-05 01-May-06

3 01-Aug-05 01-Nov-05 01-Jul-06

4 01-Oct-05 01-Jan-06 01-Sep-06 LIVE!

5 01-Dec-05 01-Mar-06 01-Nov-06

6 01-Mar-06 01-Jun-06 01-Feb-07

7 01-May-06 01-Aug-06 01-Apr-07

8 01-Jul-06 01-Oct-06 01-Jun-07

9 01-Sep-06 01-Dec-06 01-Aug-07

10 01-Nov-06 01-Feb-07 01-Oct-07

11 01-Mar-07 01-Jun-07 01-Feb-08

12 01-May-07 01-Aug-07 01-Apr-08

National Rollout Timetable

* Cheshire & Merseyside Waves highlighted in Red

Forward three pilot sites• LIVE!• Agenda for change compliant solution in December 2004• NHS Jobs Interface in January 2005

Main pilot sites• LIVE! in five phases

RolloutWave 1 LIVE March 2006Wave 2 LIVE May 2006Wave 3 LIVE July 2006Wave 4 LIVE September 2006

274 Organisations live and 504,736 employees being paid by ESR

Rollout complete by early 2008

Progress to Date

Agenda

• Introduction and vision

• ESR overview

• ESR benefits & Progress update

• ESR in Cheshire & Merseyside

• Next Steps

• Questions

•Single National Solution

•Minimal Customisation

•Minimal Local Configuration

•Flexibility for future growth/changes

•Consolidated set of National Reports

•Reduce data duplication / re-keying

ESR Principles

ESR Benefits

Modernisation

Efficiency

Information

Empowerment

Supports other national initiatives

“ESR will support you in meeting the goals of the NHS Plan….”

PayModernisation

Performance Mgt[Healthcare Commission/

Monitor]

HR in theNHS Plan

ImprovingWorking Lives

ESR

Implementation Approach

Prerequisite Prerequisite phase (3 months)phase (3 months)

• StHA engagement

• Trust/payroll group engagement

• Project Board

• Project Initiation Document

• Training for project team

• Readiness to start implementation

Implementation phaseImplementation phase(8 months)(8 months)

• Project plan for local customisation

• Hands-on support at payroll group/Trust level

• Intensive implementation work

• Training for operational staff

• Testing of localisations and GL interface

• Testing of readiness to operate

• Go-Live

Post Post go-Livego-Live

Readiness Assessments

Prerequisite phase Prerequisite phase (3 months)(3 months)

Implementation phaseImplementation phase(8 months)(8 months)

Ready? Ready? Ready? Ready?

Local & National Project Governance

Group Project Team Issues

Central Team Issues

ImplementationConsultant

Group ProjectManager

Group Project BoardAccountManager

ESRProgramme

Director

Single Responsible Owner

Strategic Health Authority

ESR ROLLOUT PAYROLL GROUP

PROJECT BOARD

PER GROUP

GROUP PROJECT MGR

PAYROLL LEAD

PER ORGANISATION

HR LEAD

FINANCE LEAD

IT LEAD

TRAINING LEAD

ESR Core Solution

Composition of ESR

Recruitment

Core HR

Inter-Authority Transfers

Employee administration(New Hire-Changes-Termination)

Employee Relations

Work Structures

Local Reporting

Payroll

Processing

Absence

Pensions

Travel & Expenses

Security

Training Administration

& Career Management

Bank Administration

Data Warehouse - Central ReportingData Warehouse - Central Reporting

Underpinned by ESR National Business ProcessesUnderpinned by ESR National Business Processes

Standard Interfaces

E-Recruitment

NHS Pensions Agency

Inland Revenue

BACS

Occupational Health

Time & Attendance

NHS National Directory

General Ledger

Standard Interfaces

E-Recruitment

NHS Pensions Agency

Inland Revenue

BACS

Occupational Health

Time & Attendance

NHS National Directory

General Ledger

Employee & Manager Self Service

1.2 Million NHS Employees

455455 West

Midlands Health

125

125 South West PCT

564

564 Eastern Borders Health

Care Trust

Organisational Security

Agenda

• Introduction and vision

• ESR overview

• ESR benefits & Progress Update

• ESR in Cheshire & Merseyside

• Next steps – Data Management

• Questions

Support In Implementing

Account Managers

Implementation Consultants

Full documented guidance

Kbase

ESR Implementation Toolkit

Readiness Assessments

E-learning materials and user guides

Benefits Pack

ESR Central Team specialist resources

Training courses

The Account Manager …

CentralProjectTeam

• Design Solution

• Build Solution

• Project Management

• Planning

• Implement the Solution• Learn from other sites• Feedback e.g. issues and risks

LocalImplementation

Team

• Co-ordinate across the StHA area

• Ensure/Assure site readiness to commence implementation

• Advise on local resource and governance requirements

• Ensure sites complete pre-requisite activity on schedule

• Understand the ESR Solution

Account

Manager • Escalate issues to StHA and/or ESR central team

Questions?

www.esrsolution.co.uk

Sue Hodkinson, NHS ESR Project TeamAccount Manager – Cheshire & Merseyside

Tel: 07815 869153 Email: sue.x.atkinson@dh.gsi.gov.uk

ESR Roll Out Wave 4 North Mersey Implementation

The ESR Experience

Wave 4 Trusts

• Liverpool Women’s Hospital

• Royal & Broadgreen

• Merseycare NHS Trust

• Southport & Formby PCT

• South Sefton PCT

• North Liverpool PCT

• Central Liverpool PCT

• South Liverpool PCT

• Total employees migrated

1497

5430

4868

439

772

738

1761

669

16174

Local Legacy Systems

• Payroll– SPS– Delphi

• HR– Delphi– Mapis– Health Resource– Prime

Project Management Approach

• PRINCE2 Methodology• Project Plan determined nationally• Fixed non-negotiable milestone dates (with financial

penalties)• Implementation split into discrete work packages• 5 Structured gateways (Readiness Assessments)

Project Management Approach

Transparent routes for escalation of issuesLocal issues/risk logs maintainedRegular Status reporting through to Execs / project teamsProgramme and Project Management activities required.

Schematic

Maintain Staging MasterLocalisations

Education EFL Education Sys Admin & Payroll Education HR and Disco

Transform Coding DMD1 DMD2 DMD3 LST UT

GL Development GL Update

Scope Data Cleanse Corrective Data Cleanse Ongoing Data Maintenance

Monthly Data Submission From Trusts

RA1 RA2 RA4RA3

Go-live

Policies and Procedures Confirm

Local Challenges

•Unseen systems•2 legacy payroll systems•Move of payrolls during implementation•Organisational Change

Merging PCTsShared HR Service

established•Complexity of Payroll Group•AfC

Issues Faced

• Some local project teams under resourcedlimited contingency cover for key staff

Part time staff unavailable for quick turnaround of work

Holidays taken during key phases of implementation

• Data Cleansing not completed on planned timescales• E-learning packages not completed by project staff• TPLY not fully utilised• Finance staff late in engaging with NHS GL interface

team• Shortcomings in technical support

Issues Faced

Cost and subjective codes changed in legacy without notification to the project team

Relocation of payroll team during key phase of implementation

Competing demands on staff time - AfC, rotation of junior doctors etc.

Mapping problems from unseen systemsDelayed cleansing reportsThird Party data extract problemsWorld Cup

Lessons Learned

Top-down commitment to providing appropriate levels of resource. Establish clear post go-live vision and communicate widelyManage expectationsEarly and clear communications to Trust staffCarry out process-mapping exercise earlyTimely data cleansing. Address FUSE and staging Master reports as soon as receivedCommence Process review as early as possible

Lessons Learned

• Involve Finance, and Training leads early and throughout the implementation

• Approach the implementation from the perspective of post go-live view – avoid silo working

• Ensure clear agreement is reached within the Trust over organisational hierarchy (work structures)

• Ensure appropriate people receive work structures training.

• Address change management issues as early as possible

• Understand unique functionality of ESR e.g. Date Tracking, Retro Pay etc.

Lessons Learned - Education

• Ensure that correct people attend formal ESR training• Fully utilise e-learning and TPLY• Undertake e-learning in sequential order i.e.

Recruitment, HR,Payroll• Develop local training plan to roll out to wider group of

users within the Trust.• Where possible cross train staff i.e. HR attend payroll

training and vice versa.• Use KBase resource

Lessons Learned

• Begin the Communication process early– Staff input into data cleansing– Potential changes to forms, processes– Changes to payslip– Changes to paydates?– Possible impact on payroll/ hr activities – AfC, Travel

expenses etc.

• Increase the Communications steadily towards Go-live• Set up an ESR Help line/helpdesk

Keys to a successful implementation

• Agree vision and review regularly• Start early• Resource appropriately – key staff released from “day

job”. Understand demands on staff and provide support.• Complete all scheduled training and familiarisation• Adhere to the project plan• Maintain a positive committed approach